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HUMAN RESOURCE MANAGEMENT Dominguez MODULE 6: 4. Evaluating and feedback ORGANIZATIONAL DEVELOPMENT Your OD process will need careful moni...

HUMAN RESOURCE MANAGEMENT Dominguez MODULE 6: 4. Evaluating and feedback ORGANIZATIONAL DEVELOPMENT Your OD process will need careful monitoring. When the plan has been put in motion, it’s time to HISTORY OF ORGANIZATIONAL move into the next phase of evaluation and DEVELOPMENT feedback. At this time, you will analyze whether The founding father of Organizational the interventions have delivered the desired Development is considered to be Kurt Lewin, outcomes. an MITprofessor who worked across a wide range of areas including organizational 5. Termination/exit psychology and change as well as group The change that has taken place is now dynamics. In fact, he set up MIT’s Research incorporated into normal operations, and you Center for Group Dynamics in 1944, shortly have reached the culmination of the OD process. before his death in 1947. Kurt Lewin contributed Finish up with a plan for efficiency standards that hugely to the world of business and merits further ensure the transformation is sustainable. research if you have time, we certainly regularly reference him and his work throughout what we COMPETENCIES, VALUES AND ETHICS do 1. OD Competencies From the 1960s on-wards, Organizational are general areas of knowledge and skills Development really started to take off, though needed to effectively help clients through the perhaps not by that name. Management sciences process of change became more professional and important as organizations searched for increasing 2. OD Values competitive advantages and focused more on the 1. Respect the people engagement and productivity of their employees. 2. Trust and support In this period things like employee surveys 3. Participation, Involvement, and were introduced and organizations started to Empowerment of employees increase engagement 3. OD Ethics THEORETICAL BASES 1. Responsibility to ourselves 2. Responsibility for professional Human Relations Movement development and competence Originating from the Hawthorne Studies in the 3. Responsibility to client and significant 1920s and 1930s, this movement emphasized others the importance of social factors in the 4. Responsibility to the OD community workplace, such as employee morale and group 5. Social Responsibility dynamics, which directly impact productivity IMPLICATIONS OF OD IN GLOBALIZED Systems Theory ENVIRONMENT This perspective views organizations as complex, interrelated systems. It emphasizes For Individuals the interdependence of various organizational Most individuals believe in their personal components and the need for a holistic approach growth. to change. Majority of the people are desirous of making greater contributions to the The OD Process organizations they are serving. The five stage of OD 1. Entering and contracting For Groups The initial stage of Organizational Development One of the most important factors in the occurs when an organization recognizes an issue organization is the ‘work group’ around that needs improvement. whom the organization functions. More people prefer to be part of the 2. Diagnosing group because the group accepts them. Diagnosing is the second stage of the process. You will gather and organize the pertinent data to For Organization analyze the underlying situation and determine Create learning organization culture. what steps you should take. Create cooperative dynamics rather than competitive organizational dynamics in 3. Intervening and taking action the organization After investigating and informing the stakeholders, it's time to create a strategic plan to address the identified issues.  HUMAN RESOURCE MANAGEMENT Dominguez ORGANIZATIONAL DEVELOPMENT IN THE 4. Navigating Uncertain Economic PHILIPPINES Landscapes Economic uncertainties such as market Organization Development (OD) is a strategic fluctuations, geopolitical tensions, and regulatory process that involves assessing and diagnosing changes can pose significant challenges to the overall health and functioning of an organizations. To navigate these uncertainties, organization. It aims to identify areas of organizations need to stay agile, diversify improvement and implement tailored their revenue streams, and build resilience interventions to enhance collaboration, into their business models. communication, and productivity among individuals within the organization, whether they 5. Globalization and Cultural Competence are working internally as a team or externally with As businesses expand globally, they encounter other stakeholders. OD focuses on fostering a diverse cultural norms, values, and business positive work environment, optimizing team practices. Developing cultural competence is dynamics, and promoting effective teamwork to crucial for effective communication, negotiation, achieve organizational goals efficiently. and collaboration across borders. Past 6. Talent Management and Retention Action Research In a competitive job market, attracting and Group Dynamics retaining top talent is essential for organizational Force field theory and analysis success. This requires offering competitive The 3-stage change process compensation and benefits, providing - Unfreezing opportunities for growth and development, and - Changing fostering a positive work culture that values - Refreezing employee well-being. Present ORGANIZATIONAL CULTURE AND CHANGE Change Management Organization Development Organizational Culture is the set of values, Digital Change beliefs, attitudes, systems, and rules that outline and influence employee behavior within an FUTURE CHALLENGES OF organization. ORGANIZATIONAL DEVELOPMENT Importance of Organizational Culture 1. Adapting to Rapid Technological 1. Improve recruitment efforts (77%) - Advancements workers consider a company’s culture As technology continues to evolve at an before applying unprecedented rate, organizations must 2. Improve employee retention(65%) - constantly update their processes and skill sets culture is one of the main reasons why to remain competitive. This involves investing in employees stay in their job training, adopting new tools, and fostering a 3. Improve brand identity(38%) - culture of innovation. employees report wanting to change their job due to poor company culture 2. Managing Remote and Diverse Teams 4. Improve engagement(72%) - Effectively companies with a positive culture have With remote work becoming more prevalent and higher employee engagement rate teams becoming increasingly diverse, organizations must develop strategies to Building a High-Performing Organizational effectively manage collaboration, communication, Culture and cultural differences. This includes leveraging 1. Excel in recognition technology for virtual collaboration and promoting 2. Enable Employee Voices inclusivity. 3. Make your leaders culture advocates 4. Live by your company values 3. Addressing Sustainability Concerns 5. Forge connections between team As environmental awareness grows, members organizations are under pressure to adopt 6. Focus on learning and development sustainable practices in their operations. This 7. Keep culture in mind from day one involves reducing their carbon footprint, 8. Personalize the employee experience minimizing waste, and implementing eco-friendly initiatives throughout the supply chain.  HUMAN RESOURCE MANAGEMENT Dominguez Organizational Change means any significant shift or transformation in how a company operates, particularly regarding its human resources practices. It includes the organization’s growth and development processes in different forms. Organizations usually experience change as a result of a response due to internal or external factors. It is more like a cause-and-effect phenomenon within an organization dependent on factors such as time, processes, environment, and other contexts. External Factors 1. Market Shifts 2. Competition 3. Technological Advancements 4. Changes in leadership Internal Factors 1. Low employee engagement 2. High turnover rates 3. Management of employees 4. Change in policies and procedures Importance of Organizational Change 1. Adapting to changing environment 2. Improving performance and efficiency 3. Growing innovation and development 4. Employees become more engaged Types of Organizational Change 1. Strategic Change When an organization changes its overall goals or mission to stay competitive, it’s called strategic change. 2. Structural Change Structural change involves changing the structure of the organization with a merger or changing reporting lines. 3. Technological Change When an organization introduces a new technology or changes its existing technology, it’s called technological change. 4. Cultural Change Cultural change is also referred to as people-oriented change. Since people are the main elements of the company, changes in how the company deals with its employees hold great value. 5. Fundamental Change Fundamental change combines all the changes mentioned above and transforms the way an organization operates complement.